Industrial Market Segmentation, Target Marketing, Market Positioning and Perceived Organisational Performance in Uganda.
| dc.contributor.author | Odeke, John Michael | |
| dc.date.accessioned | 2024-07-19T11:18:56Z | |
| dc.date.available | 2024-07-19T11:18:56Z | |
| dc.date.issued | 2023 | |
| dc.description | A Dissertation Submitted to Makerere University Business School (Faculty of Graduate Studies and Research) in Partial Fulfilment of the Requirements for the Award of Degree of Master of Business Administration of Makerere University. (PLAN A). | |
| dc.description.abstract | Introduction: In an attempt to improve performance, Shell Uganda Limited has adopted Industrial marketing strategies such as market segmentation, target marketing, and market positioning. Despite efforts by Shell Uganda Limited to improve performance, there has not been much success with regards to sales performance. This study examined the relationship between Industrial market segmentation, target marketing, market positioning and perceived organisational performance in Uganda. The study was based on the market segmentation theory by Wendell (1956). Methods: A cross-sectional research design was employed, with a study population of 180 staff and sample size of 126 determined using statistical Table of Krejcie and Morgan (1970). A questionnaire and an interview guide were used for data collection. Results confirm that there was reliability as the scores are all equal to or above 0.70. The instruments were valid having scored above 0.7 on the content validity index. Data was analyzed using both quantitative and qualitative techniques. Results: The responses were fairly good, with senior management (50%), middle managers (67%),and sales representatives (80%).Industrial market segmentation and perceived organisational performance are positively and significantly correlated (R=.797**, P< 0.01) . Target marketing and perceived organisational performance positively but insignificantly correlated (R=.139, P>0.01).Market positioning strategy and perceived organisational performance are positively and significantly correlated (R=.301**, P<0.01).The overall regression model revealed an Adjusted R Square=.745, P<0.01. It also shows what the sample reflects of the phenomenon obtaining in the population studied. This means that the variables in the model predict up to 74.5% of the variance in the perceived organisational performance in Shell Uganda. Market segmentation explains 79.7% (.797) of the variance in the perceived organisational performance. Target marketing explains -32.7% (-.327) of the variance in the perceived organisational performance. Market positioning explains -21.2% .212) of the variance in the perceived organisational performance. Conclusion: The use of industrial segmentation promotes activities, behavior and processes that finally lead to a significant improvement in perceived organisational performance given the significant and positive association between these two variables. All efforts to enhance target marketing have potential to enhanced perceived organisational performance. There is a positive and significant relationship between market positioning strategy and perceived organisational performance in Shell Uganda. | |
| dc.identifier.citation | John, M . O (2023) Industrial Market Segmentation, Target Marketing, Market Positioning and Perceived Organisational Performance in Uganda : A Case Study of Shell Uganda Limited. Unpublished Masters Dissertation Makerere University Business School. Kampala, Uganda. | |
| dc.identifier.uri | http://hdl.handle.net/20.500.12282/4952 | |
| dc.language.iso | en | |
| dc.title | Industrial Market Segmentation, Target Marketing, Market Positioning and Perceived Organisational Performance in Uganda. | |
| dc.title.alternative | A Case Study of Shell Uganda Limited. | |
| dc.type | Thesis |